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Regional conference “Responding to

Climate Change in Eastern

Partnership Countries”

Introduction to fundraising

Andreas Beckmann, WWF-DCP

Date 27 March 2014

In this workshop we will:

Introduction to fundraising

1. Examine funding sources that there are available, including but not limited to EU funds.

2. Discuss requirements and tips for developing successful proposals.

3. Go through the structure, the requirements, the mechanics of proposals for EU and similar funds.

4. Look at 2 aspects of proposals: stakeholder analysis and logical framework analysis.

5. Practice developing our own logical framework analysis.

What are different funding sources available for my projects?

Most relevant EU funding programmes

available to NGOs in Partnership countries

Presentation to Company Name 17 August 2010 - 4

1. European Neighbourhood and Partnership Instrument

2. European Instrument for Democracy and Human Rights

3. Investing in People

4. Migration and Asylum

5. Non-state actors and local authorities in development

Calls for proposals and procurement notices related to EU activities in Eastern neighbourhood

http://www.easternpartnership.org/search/apachesolr_search/?filters=type%3Atender&retain-filters=1

EU funding programmes

Every year the European Commission publishes Annual Action Programmes and Annual Work Programmes for Grants, in which it states priorities for actions, and an indicative amount for

grants to be awarded within the frameworks of the above mentioned programmes.

EU funding programmes

http://ec.europa.eu/europeaid/work/ap/index_en.htm

http://ec.europa.eu/europeaid/work/ap/awp/2014_en.htm

EU funding programmes

EU, Public Sector Funds

• Know what the fund supports and why – check out their web

page, annual report, talk to staff, people who know them.

• Be realistic – weigh costs and benefits. Overly bureaucratic

GAA’s (e.g. EU funds…) have broken the necks of some NGOs…

• Be careful about formal requirements – take care to meet all

requirements, no matter how small.

• Take care to develop a strong project (logframe), pay attention

to “buzz words” and place your project in the right context

Foundations

• Know what the foundation supports and why –check out their web page, annual report, talk to staff, people who know them

• Know how the foundation makes its decisions –including the role of staff and board

• Give feedback – not just reports! Involve the foundation in your work and success. Invite them to events, send them articles, notes on progress you have made.

• Thank them and acknowledge their support!

Companies

• Make sure that the company is profitable (otherwise you are probably

wasting your time)

• Know what the company supports and why – check out their web page,

annual report, talk to staff, people who know them

• Know how the company makes its decisions – who makes them, how

• Give feedback – not just reports! Involve the company in your work and

success. Invite them to events, send them articles, notes on progress you

have made. Give them opportunities to be in media or rub shoulders with

VIPs.

• Look for win-win situations, for mutual benefit.

• Thank them and acknowledge their support!

• Submit a project concept: 1-2 pages with main information, including

clear and specific benefits for the company.

Companies

Writing a corporate proposal (1)

• Outline the activity to be sponsored – facts and figures.

• Benefits (tangible and intangible) of an association with

your organisation generally.

• Benefits (tangible and intangible) of sponsoring the

activity.

• Cost of the sponsorship.

• Next steps – including contact details.

Companies

Writing a corporate proposal (2)

• Include a description of the features of an activity for which

you are seeking sponsorship but remember to “sell”

benefits not features

• Address the company’s needs not yours

• Think about how the company might use the sponsorship

to promote their brand

• Remember to inspire (emotions!)

Before you start

• Donor priorities and issues, country strategy

• Proposal guidelines

• Previously funded projects and programmes

EU, Public Sector Funds

Proposal formats

• Problem Statement

• Context

• Rationale or justification for the project

• Project Goal & Objectives

• Strategy & Activities

• Results: Outputs and Outcomes

• Organisational background

• Budget

EU, Public Sector Funds

Problem Statement or Project Rationale

• Summary of the problem

• Clear and precise

• Very specific to donor issues

• Use references, research data

• Effects > Problem > Cause

EU, Public Sector Funds

Situational Analysis

EU, Public Sector Funds

Stakeholder Analysis

Stakeholder Analysis

Three essential steps

1. Identify the key stakeholders and their interests

2. Assess the influence/power and interest of each

stakeholder

3. Identify how best to engage stakeholders

• People, Groups, Institutions

– likely to be affected by the proposed project

– and/or those who can affect the project

• Beneficiaries and intermediaries, winners and losers, involved and excluded in the decision-making, game-changers, multipliers…

• All those who need to be considered in achieving project goals and whose participation and support (or lack of it) will crucially impact project objectives.

Stakeholder Analysis

• Method essential when defining a project

• Crucial component of initial situation analysis

• Maps the interests of all stakeholders

• A preliminary assessment indicating who are important

and influential and how we “treat/engage” them.

What is a Stakeholder Analysis?

Identifies:

• The key actors responsible for the main drivers/

crucial for impact and sustainability of our work.

• Potential conflicts or risks/opportunities and

relationships.

• Appropriate strategies for stakeholder engagement.

• Issues to reduce negative impacts on vulnerable

and disadvantaged groups.

Stakeholder Analysis

Stakeholder Interests Areas of conflict

Marginalized?Explain How

Key?Yes/No

Stakeholder Analysis Matrix

Assessing the influence/power and interest

Meet their needs

Ex: opinion formers

Key player

Ex. local authorities

Least important

Ex. general public

Show consideration

Ex. local communities

Infl

uen

ce/p

ow

er

InterestLow High

Low

Hig

h

Stakeholder Analysis

Stakeholder engagement strategy

Stakeholder Analysis

Project Goal or Overall Objective

• Very general, high-level and long-term objective

• Cannot be achieved by a project alone

• Versus (Specific) Objectives – what the project will achieve.

• e.g. „Reducing the impact of natural disasters in the hilly

region“.

• Versus (Specific) Objective, e.g.: „Providing housing facilities

to earthquake-affected victims.“

EU, Public Sector Funds

Project (Specific) Objectives

• What the project seeks to achieve

• Make it SMART – Specific, Measurable, Achievable,

Relevant and Time-bound

• e.g. „To increase the income-level of women farmers from

5% to 15% in district x“.

• Useful words: increase, decrease, improve, strengthen…

EU, Public Sector Funds

Project Results

• Specific results that lead to the specific objective

• Make them SMART – Specific, Measurable, Achievable,

Relevant and Time-bound

• e.g. „50% of women farmers in district x are trained in

small business management“.

EU, Public Sector Funds

Activities

• Activities are specific actions,

e.g. training workshop,

researching and writing a

position paper, organising a

conference, writing a press

release.

• Activities can be arranged in

GANTT charts – a time table

for project implementation.

EU, Public Sector Funds

EU, Public Sector Funds

EU, Public Sector Funds

EU, Public Sector Funds

Performance indicators

• Process vs Results indicators

• Process: e.g. „number of women participating in the

training on climate change adaptation“.

• Results: e.g. „number of women aware of climate change

adaptation.“

EU, Public Sector Funds

EU, Public Sector Funds

Performance indicators

• Process vs Results

indicators

• Process: e.g. „number of

women participating in the

training on climate change

adaptation“.

• Results: e.g. „number of

women aware of climate

change adaptation.“

EU, Public Sector Funds

• Goal or Overall Objective: Expressed in terms of benefits to the target.

(„Healthy populations of tuna in the rocky reef habitat“).

• Objectives: expressed as Outcomes to be realised. „By 2007, all

artisanal fishermen in x are using sustainable fishing gear.“

• Results: Expressed as activities completed or milestones reached.

„Fishermen have been trained in using sustainable fishing gear.“

• Activities: Expressed in the present tense with an active verb.

(„Prepare, design, conduct…“ – „Organise training course…“).

• Assumptions: Expressed as if..then…statements. Assumptions can be

both positive things that you assume need to happen, or negative risks

that can cause problems for your project. („Markets will continue to pay a

higher price for sustainably fished species – thus, fishermen will have

incentive to use sustainable fishing gear“).

Tips for formulation

Initial team

Scope & vision

Targets

Context & stakeholders

1. Define

Action plan: goals,

objectives & activities

Monitoring plan

Operational plan

2. Design

Workplans & budgets

Fund raising

Capacity building

Partnerships

3. Implement

Incoming data

Results & assumptions

Operational functions

Plans & budgets

4. Analyze/Adapt

Lessons

Formal products

Feedback & evaluation

Learning culture

5. Share

WWF’s

Conservation

Project/Programme

Cycle

Thank you for your attention!